What are the threats and opportunities for the industry?

Market and Management Analysis Paper
Derived from Chapters: 1, 5, 2, 3, 6, 7, 8, 11, 12, and 13 (see powerpoints attached)

The first section (the Market and Management focus) is about:
the industry in which your client-company competes domestically,
the environment which your client-company intends to enter, and
the entry mode and strategy your client-company should use.
Pretend your team will present the findings with a focus on convincing the board of directors of the chosen company (Edo Japan) to enter the chosen country (Afghanistan)

The company is Edo Japan( https://www.edojapan.com/about-us/)
Edo Japan was born of community four decades ago in Calgary, serving teppan-style teriyaki meals with a signature sauce. Today, they continue to enrich communities where they live. They’ve grown to over 130 locations across Canada serving fresh choices, fresh made, and fresh to go
The chosen country is Afghanistan

First, choose a company and a country from the lists provided.
HINT – Porter’s Five Forces, SWOT, and PESTLE are three common analysis tools used throughout your education. Re-familiarize yourself with these tools before starting the analyses. Check out the Case Methodology Moodle Book on the Moodle site. Please recognize that the Opportunities and Threats in SWOT are external whereas the Strengths and Weaknesses are internal.
Industry and Market Analysis (Domestic Market)
Competitive Position Analysis: To provide a foundation for the analysis, start with a survey of the industry:
Who are your client-company’s main competitors and the competitive forces impacting your client-company? Use Porter’s Five Forces.
How do the chosen company’s product and pricing differ from those of the competitors? What are the chosen company’s strengths and weaknesses compared to the competition?
What are the threats and opportunities for the industry? HINT – A thorough SWOT analysis has to be completed in order to write on the requirements.
New Market Analysis (the chosen country)
Based on the analysis of the client-company and industry, identify characteristics of the new market for your client-company:
Research and review the consumer tastes, Political, Economic, Socio/Cultural, Technology, and Environmental factors that must be taken into account when operating in the new market. A more in-depth review of the competition in this particular market is useful, too.
HINT – use a PESTLE Analysis and don’t forget that Social/Cultural includes Hofstede’s dimensions of culture.
Extend the analyses to encompass competitors in the proposed market – this looks at the number and strength of the competitors. How many rivals does the chosen company have? Who are they, and how does the quality of their products and services compare with the chosen company?
Entry Mode and Strategy
What strategy should the client-company follow: Global, Home Replication (International), Transnational, or Multi-Domestic? Why?
How should the client-company enter the foreign market?
Is direct exporting to (or importing from) the market an optimal entry mode? Or would a joint venture, franchising or licensing, or a partnership with a local distributor be more effective. Perhaps 100% ownership of a local subsidiary would work best (WFOE = Wholly Foreign-Owned Enterprise)
Consider the control desired by your client company, the resource-commitment they must make, the flexibility required, and their attitude towards risk.
If a partnership with a local distributor, retailer, or company is advised, what companies would be the best candidates for such partnership (list at least three, with contacts, descriptions, and tips for how to approach them – Must choose the best one).
If exporting or importing, what might be the best way to ship the product to the new market or to Canada?
What shipping option/provider allows for the best combination of price, time, risk, and reliability?
Are there import tariffs or other barriers that the buyer or seller needs to pay and, if so, how much and how can such payments be made?
These could be costs incurred in Canada for imported goods or in the foreign market for goods exported from Canada or another country.
Should it be shipped directly to the end user or through an intermediary? What channel(s) do you propose?
Some entry modes do not place such a high emphasis on logistics. Franchising may require the provision of local supply chains.
When choosing one entry method or a combination, which instruments of Trade or Investment Policy might the company face? (For example: tariffs, subsidies, local content requirements, etc.)

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